Evaluating the Components of Decisions

The public sector decision-making process is based on several components that are designed to create a particular outcome and can be addressed separately. Such result-specific decision making is often referred to as strategic or tactical decision making. In this sense, public-sector decision making is not only based on an analytical methodology, but is also driven by a strategy or tactic to obtain a particular outcome.
Policy makers evaluate decisions using strategic methodologies such as cost analysis, Monte Carlo analysis (dealing with uncertainty), reactive decision making (making the decision after the problem has occurred), and Foursquare protocol (managing ethical decisions).
Let us continue with the example of the local government’s decision to close a public pool due to budget constraints from M1: Assignment 3 (Assessing the Correctness of Public Sector Decisions). The government wanted to close the public pool not only because of budget issues, but also because it was concerned about the potential liability to the local government. This liability could amount to millions of dollars in damages resulting from an accident occurring in the pool.
Analyze if the local government’s decision to close the pool is strategic.
According to you, what makes a decision strategic?
If a decision is not strategic, is it tactical or unimportant? Why?
What is the impact if a decision is strategic in how you would implement it?

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